Certified Associate In Project Management (CAPM)

Expert judgment refers to the opinions and recommendations of any group with specialized knowledge, skills, or training related to the issue at hand. Expert judgment is used during the Monitor Communications process to make informed decisions about monitoring communications with the public.
Information management systems are not used to make informed decisions about monitoring communications with the public. Information management systems provide a standardized tool that is used to capture, store, and distribute information about the project.
Meetings are used to gather the experts that would discuss monitoring communications with the public. However, the meetings do not actually make the informed decisions about monitoring communications with the public.
Communication requirements analysis is an analytical technique used by the Plan Communications Management process to determine the information needs of project stakeholders. Information sources used to determine these can include organizational charts, number of potential communication channels, and internal and external information needs. Communication requirements analysis is not used to make informed decisions about monitoring communications with the public.

The project charter is a document issued by the project initiator or sponsor that formally authorizes the existence of a project. Three elements found in the project charter include project justification, high-level risks, and the stakeholder list.
The assigned project manager and the summary budget are two items found in the project charter. However, risk response strategies are included in the risk register that is created after the project charter during planning.
Project approval requirements and the summary budget are two items found in the project charter. However, risk response strategies are included in the risk register that is created after the project charter during planning.
The name of the project sponsor and assumptions are two items found in the project charter. The project charter contains a list of stakeholders that is used to help create the stakeholder register. However, the project charter does not include the stakeholder register.

Bottom-up estimating involves making separate estimates of the cost for each work package in the work breakdown structure. To determine the estimate for a work package, you break the work package down into its detailed activities and estimate costs for each activity. You then roll the costs up to the work package level. The size and complexity of the project can affect the accuracy of the results. However, unless the project is extremely large or complex, bottom-up estimating is typically the most accurate method to use.
Three-point estimates are not considered to typically provide the most accurate results. Three-point estimates are designed to help improve cost estimates when there is a degree of risk or uncertainty that needs to be accounted for. It does this by factoring in the best case, worst case, and most likely estimates for an activity.
Parametric estimates are not considered to typically provide the most accurate results. Parametric estimating forecasts costs using parameters related to the scope of the project and product, and resource cost information based on similar projects. It then applies variables to the historical data, such as factoring in square footage, to calculate the cost estimate. While parametric estimating can provide accurate estimates, its usage is limited to projects that are similar to previous projects.
Analogous estimates are not considered to typically provide the most accurate results. Analogous estimating uses expert judgment to adjust past costs according to the scope, duration, and budget of the current project. Analogous estimating is most accurate when used in conjunction with other estimating techniques.

The project scope statement is one of the inputs to the Create WBS process. The project scope statement provides a description of the project scope, major deliverables, assumptions, and constraints. Limitations that affect the project, from both internal and external sources, would be included in the list of project constraints.
The scope management plan is one of the inputs to the Create WBS process. However, it is not used to identify the limitations that affect the project. The scope management plan is used to describe how the scope will be defined, developed, monitored, controlled, and verified.
The project charter is one of the inputs to the Collect Requirements process, not the Create WBS process. The project charter is a document issued by the project sponsor that provides a high-level overview of the product, service, or result that will be produced by the project.
Work performance data is an input to the Validate Scope process, not the Create WBS process. Work performance data is also an output of the Direct and Manage Project Work process. It includes the raw observations and measurements identified during activities being performed to carry out the project work.

It's the physical location of team resources that matters when it comes to managing communications. You need to take into account whether team members are collocated or in the same geographical area. They could even be scattered across multiple time zones.
Language is the most fundamental consideration for communications activities. Team members may need to communicate with others from diverse language groups.
When tailoring project communications management, consider whether the organization has a formal knowledge management repository in use.
You will need to decide which of the available technologies is most cost effective and suitable for communicating to stakeholders.

The formula used to calculate the Schedule Performance Index (SPI) is SPI = EV / PV. Therefore, the value would be calculated as follows:

SPI = $165,000 / $182,000
SPI = 0.91
The value of -$17,000 was calculated using the schedule variance (SV) formula. The SV formula is EV - PV = $165,000 - $182,000 = -$17,000.
The value of $32,500 was calculated using the cost variance (CV) formula. The CV formula is EV - AC = $165,000 - 132,500 = $32,500.
The value 1.25 was calculated using the formula for Cost Performance Index (CPI). The formula used is CPI = EV / AC = 165,000 / 132,500 = 1.25.

Monte Carlo analysis is the most common simulation technique used, which is one of the tools and techniques utilized in the Develop Schedule process. With Monte Carlo analysis, different scenarios are automated to:

- assess the feasibility of the schedule
- determine adverse conditions that may apply
- prepare contingency plans to prevent or mitigate any negative impact that they may produce
Monte Carlo analysis is not a technique used in the Sequence Activities process. The three tools and techniques used in the Sequence Activities process are the precedence diagramming method, dependency determination, and leads and lags.
Monte Carlo analysis is not a technique used in the Estimate Activity Resources process. The five tools and techniques utilized by the Estimate Activity Resources process are expert judgment, alternatives analysis, published estimating data, bottom-up estimating, and project management software.
Monte Carlo analysis is not a technique used in the Estimate Activity Durations process. The six tools and techniques associated with the Estimate Activity Durations process are expert judgment, analogous estimating, parametric estimating, three-point estimating, group decision-making techniques, and reserve analysis.

Project documents updates are the main output of the Perform Qualitative Risk Analysis process. This output may include updates for project documents such as the risk register, risk report, issue log, and the assumption log. |w The assumption log is used to record all of the project assumptions made during various planning and estimating processes. When performing qualitative risk analysis, new information regarding assumptions made earlier in the project life cycle may be discovered, which could cause your assumptions to change. When this occurs, you will need to update the assumptions log to reflect these changes.
Project management plan updates are an output of the Plan Risk Responses process, not the Perform Qualitative Risk Analysis process. Several of the subsidiary management plans and the baselines contained in the project management plan may require updates as a result of planning risk responses.
The risk management plan is an output of the Plan Risk Management process, not the Perform Qualitative Risk Analysis process. The risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed.
The risk register is an output of the Identify Risks process, not the Perform Qualitative Risk Analysis process. The risk register is a document that contains the results of analysis performed on identified project risks, and the associated risk response plans.

During the Monitor and Control Project Work process, scheduled forecasts (inputs) are provided to update current schedule information. In general, the Monitor and Control Project Work process involves gathering information about the project's performance and taking action to correct problems or deviations found during monitoring activities.
The Develop Schedule process involves planning exactly how project time will be used. Once the project schedule has been developed, it will guide all project work and provide a baseline against which progress can be measured. However, forecasts are not provided to update current schedule information during this process.
While forecasts may be included as updates to project documents, forecasts are not provided as inputs to update current schedule information. In general, Control Communications is used to make sure the communications management plan is followed and, when necessary, revised to ensure that project communications continue to support project goals.
The purpose of the Manage Stakeholder Engagement process is to allow the project manager to effectively communicate and work with stakeholders to meet their needs and expectations. To do this, you need to facilitate communications between stakeholder groups and the project team to address potential issues, and foster appropriate stakeholder engagement in project decisions and activities. This process is not the process where forecasts are provided to update current schedule information.

External dependencies are identified by the project management team as part of the Sequence Activities process. External dependencies involve a relationship between the activities that are part of the project and activities that are from an external source, which is not part of the project but still can directly affect the project. For example, the project may require a government agency to change the zone type for a potential location for a construction project. These types of dependencies are typically out of the project team's control.
A mandatory dependency is a relationship that is contractually required or inherent in the nature of the work. For instance, in a home construction project, you would not be able to start framing until after the foundation is complete.
A discretionary dependency is a relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired.
An internal dependency is a relationship between project activities that are within the control of the project team. For example, you would want to sequence an activity to clean the walls before an activity to apply primer and paint.

In some cases, a project manager may be involved with development activities prior to project initiation. One of these activities is the project manager either managing or assisting with the development of a business case.
Being involved with follow-on activities after realizing business benefits is typically done after a project closes where the benefits derived from the project’s outcome are realized. Therefore, the statement does not a describe an activity that the project manager may be involved in prior to a project’s initiation.
Identifying key stakeholders is done during project initiation. Therefore, the statement does not a describe an activity that the project manager may be involved in prior to a project’s initiation.
Collecting requirements is done during project planning. Therefore, the statement does not a describe an activity that the project manager may be involved in prior to a project’s initiation.

One of the main objectives of the Initiating Process Group is to clarify the basic purpose of a project and identify who has an interest in the project outcome before detailed project planning goes ahead. This ensures the purpose of the project is aligned with the expectations of the stakeholders. The other main objective of the Initiating Process Group is to gain formal authorization to start a new project or project phase.
The Planning Process Group does not contain the processes required to align the purpose of the project with the expectations of the stakeholders. The Planning Process Group focuses on converting information about the project as a whole into a detailed outline of the steps needed to reach the project's objectives.
The Executing Process Group does not contain the processes required to align the purpose of the project with the expectations of the stakeholders. The Executing Process Group includes the processes for carrying out what is in the project management plan. Therefore, its purpose is to complete the work required to meet a project's objectives.
The Monitoring and Controlling Process Group does not contain the processes required to align the purpose of the project with the expectations of the stakeholders. The Monitoring and Controlling Process Group contains the processes used to track progress, review performance, regulate and control variances, and change the project management plan if required.

The project calendar is not a common section that can be found in the schedule management plan. However, the plan does contain a section about the scheduling tool that will be used during the project. Software-based scheduling tools typically include a project calendar.
A common section that can be found in the schedule management plan is control thresholds. Since schedule overruns are to be expected during a project, the schedule management plan should outline the variance thresholds to be used when monitoring the schedule.
A common section that can be found in the schedule management plan is performance measurement. This section answers the following questions:

- How will earned value be measured and reported?
- How often and at what WBS points will it be measured?

This section will also specify which earned value measurement indices will be used, such as schedule variance and schedule performance index.
A common section that can be found in the schedule management plan is measurement units. The plan will detail each unit used in measurements for the estimates and schedule. You should also provide the level of accuracy for estimates. For example,

- Will days be rounded up to the nearest full day?
- Do they include padding for contingencies?

Notes identifying potential issues related to the project are an example of a work performance report. Work performance reports are a representation, either physical or electronic, of work performance information. The reports are helpful for actions such as making decisions or raising issues.
The status of change requests is an example of work performance information, not a work performance report. Work performance information is created by analyzing the work performance data during the different project management controlling processes.
Scheduled activity dates are an example of work performance data, not a work performance report. Work performance data includes raw measurements related to project activities. This includes information such as the planned and actual start and finish dates for scheduled activities, and the number of defects encountered.
Actual activity durations are an example of work performance data, not a work performance report. Work performance data includes raw measurements related to project activities. This includes information such as the planned and actual start and finish dates for scheduled activities, and the number of defects encountered.

The project manager needs to have sufficient knowledge about procurement processes in order to make smart decisions about contracts and contractual relationships.
The project manager does not have to be an expert on procurement management laws and regulations. However, he or she should possess sufficient knowledge to make informed decisions about contracts and contractual relationships.
The project manager is generally not licensed to sign legal contracts that bind the organization to agreements with clients. However, he or she should possess sufficient knowledge to make informed decisions about contracts and contractual relationships.
The project manager should review the effect that culture and local laws have on the enforcement of contracts when working internationally.